Seminário Internacional de Empreendedorismo Empreende

Transcrição

Seminário Internacional de
Empreendedorismo
Empreende/Elsevier
São Paulo, 23 de Junho de 2010
Seminário Internacional de Empreendedorismo
Empreende/Elsevier
Maiores informações em: www.josedornelas.com e
www.elsevier.com.br/josedornelas
“I have never visited a country more suited for
economic vitality. It may take 100 years, but
Brazil will be a world economic power.”
- Roger W. Babson, 1915
“The Future of South America”
Empreende/Elsevier
Agenda
Establishing the Framework for
teaching the entrepreneurial process
 Timmons Model
 Perfect Deal
Building an entrepreneurship
curriculum
 Courses
 Curriculum
 Cases
“World Record” contest (if time)
Empreende/Elsevier
[ok[opkj[op
Mapping the
Entrepreneurial
Territory
Stephen Spinelli, Jr., PhD.
President,
Philadelphia University
Former Vice Provost for Entrepreneurship and Global
Management, Babson College,
Signals both a
Broad view and a
series of anchors…
Suggesting
disciplined
exploration
Co-founder, Jiffy Lube
Investor, VC Board, Management Investment Company
Board
Empreende/Elsevier
25 September 2006
Empreende/Elsevier
Post-It exercise
•Inspire
•Remind
•Benchmark
Professor definition
•Outline of the process
•Broad expectations
•Commitment “I believe”
Entrepreneurship is…?
Spinelli and Dornelas say:
“A way of thinking and acting that is
opportunity obsessed, holistic in approach
and leadership balanced.”
WHY?
Empreende/Elsevier
Thinking means…
“Due diligence”
Back
• Know the experts in your field
• Find them
• Know them
• Learn from them
• Know your customer
• Listen to them, Talk to them, Work
with them, Serve them
• Know your competitors
• Strengths and Weaknesses
• Market
• Know yourself
Empreende/Elsevier
Acting means…
Taking a risk…do something even though you
don’t have all the facts
• Smart assumptions
• Balanced with reward
Being nimble in reaction to market needs and
changes
Having an “options” mentality
Back
Empreende/Elsevier
Opportunity Obsessed…
Your plan is old as soon as it comes out of
the printer
Shaping is a way of life not a single exercise
Balancing discipline and flexibility
Introducing entrepreneurship as a way o life.
Back
Empreende/Elsevier
Holistic means…
“Trans-disciplinary” decision making
Shaping the opportunity changes
Team
Resources
A change in resources affects
Opportunity
Team
Back
The mix of TEAM members influences
Opportunity
Resources
Empreende/Elsevier
Taking personal responsibility.
Leadership means…
Whatever goes wrong is my fault.
Whatever goes right is our success.
Being a good listener and follower.
Being a great servant to the team and to
the nature of the opportunity.
Back
Empreende/Elsevier
For the purpose of value
creation and capture
Principle and a market or better return in
an agreed upon period of time.
WHY?
•Value vs. greed
•Stakeholders
•Risk &Return
Empreende/Elsevier
•
•
•
•
•
•
•
•
Stakeholders
Customers
Investors
Suppliers
Employees
Communities
Founding management
The
Entrepreneur
Entrepreneurship:
The New Management
Paradigm
Entrepreneurial thinking and action
throughout all areas of commercial enterprise
Traditional
New
1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
5.
6.
Resource allocation model
General management
Cost-oriented
Embraces stability
Bound by resources
Local focus
Empreende/Elsevier
Opportunity-driven model
Entrepreneurial leadership
Growth-oriented
Embraces innovation & risk
Framed by creativity
Global perspective
Anonymous Brazilian Saying
“Vision without action is a
daydream.
Action without vision is a
nightmare. “
Empreende/Elsevier
Remember, entrepreneurship
is a full contact sport. The
value comes in the “collision”.
Spontaneity,
Opportunism
Empreende/Elsevier
Discipline,
Processes
“Untutored courage is
useless
in the face of educated
bullets.”
- General George Patton
Empreende/Elsevier
The Entrepreneurial Process
OPPORTUNITY Driven
Market
Readiness
Service/Product
Concept
 Market demand is a key ingredient to
measuring an opportunity
Service/Product
Delivery
System
Market share & Growth potential =
20%+, 20%+ annual growth, and durable?
Entrepreneurial Alertness
Is the customer reachable?
Customer payback < 1 year
Empreende/Elsevier
Opportunity
Take “FIVE”
Myopic customer
facing behavior
Describe
the Primary Target Audience
for your deal.
Empreende/Elsevier
OPPORTUNITY Driven
Opportunity
 Market size & structure
Emerging and or fragmented?
Proprietary barriers to entry?
$50million+ with a $1billion+ potential?
Empreende/Elsevier
Take “FIVE”
Describe the spending
habits of your PTA.
Empreende/Elsevier
Life Cycle
100
sales
50
25
start up
3
high maturity stability
g
1
time (years)
Empreende/Elsevier
Take “FIVE”
Not a single event
Draw a life cycle S-curve for the
industry into which you will enter.
Mark the place on the curve
which illustrates the current status
of the industry.
Empreende/Elsevier
OPPORTUNITY Driven
 Margin analysis helps differentiate
an opportunity from an idea
Low cost provider? (40% gross
margin)
Opportunity
Low capital requirement versus the
comp.?
Break-even in 1-2 years?
Value added increase of overall
corporate P/E?
Empreende/Elsevier
Take “FIVE”
What benefits and attributes
do you think will be valued
most by your customer?
This forces students to
talk to potential customers.
Empreende/Elsevier
OPPORTUNITY Driven
 Margin analysis helps differentiate
an opportunity from an idea
Opportunity
What are the financial
manifestations of your
competitive
advantage(s)?
Empreende/Elsevier
Entrepreneurial Math
"If everything is uncertain,
then anything is possible.“
-John Mullaly, Executive in charge of
IBM’s new Corp Entrepreneurship initiative
Introducing “shaping” behavior.
Empreende/Elsevier
Opportunity = “The 3 M’s”
1.
Market demand
2.
Market size & structure
3.
Margin analysis
Opportunity
This becomes the curricular foundation.
Empreende/Elsevier
Three Classic Life Cycles
High Potential Firm
500
100
Foundation Firm
25
5
Lifestyle Firm
1
-2
-1
0
1
2
Empreende/Elsevier
3
4 5 6 7
Time (years)
8
9
10
Understand and use Resources
Don’t be driven by them
“bootstrapping”
Cash
Minimize and Control
Creativity
vs.
Maximize and Own
Differentiation
Unleashing Creativity
Resources
Think Cash Last!
Empreende/Elsevier
Understand and use Resources
Don’t be driven by them
How can resources be
shaped and integrated into
proprietary assets?
Introduce “milestones” Resources
Creativity
Cash
FFFF
Angel financing
Venture Capital
IPO and beyond
Empreende/Elsevier
The Secret of an
entrepreneurial team?
"Heart on fire,
Brain on ice.”
-Michael Mucci, Longmeadow, MA High School orchestra
conductor 2X Grammy Award winner
Empreende/Elsevier
An Entrepreneurial Team
The Key Ingredient for success!
The “lead” entrepreneur - quality of the team
Relevent experience
Personal
Characteristics
Motivation to excel
Commitment & Determination
Tolerance
of risk, ambiguity & uncertainty
Interpersonal
Team locus of control
Adaptability
Team
Leadership
Empreende/Elsevier
A Personal Assessment
Write a brief description
of something
you’ve done that
demonstrates one or
more entrepreneurial
characteristics.
Empreende/Elsevier
The Timmons’ Model of the Entrepreneurial
Process
Communication
Resources
Business
Plan
“Fits & Gaps”
Creativity
Opportunity
Leadership
Team
Empreende/Elsevier
Same components, different attitude.
An aversion to
risk: “solid liners”
Opportunity
Finish by
identifying an
Opportunity.
Start with a
budget
ROIC
Budget
Subordinates
“Establish a
firm base”
Empreende/Elsevier
“Many people dream.
Professors turn dreams into plans.
Entrepreneurs turn plans into reality.
Entrepreneurs are more important.”
- Steve Spinelli
Empreende/Elsevier
Macro Trends
Increased demand for cleaner energy and water
Growth and aging of population
Worldwide growth in middle class
Increase in demand for healthcare & restructuring of
business model in U.S.
Rising expectations of health and safety in both developed
and emerging markets
Industrial growth in emerging markets
Increased investment in global
infrastructure
Empreende/Elsevier
Key Acquisition Criteria
Fragmented industry with long term growth prospects in > GDP
Non-discretionary spending, less cyclical than economy
Strong market position in defendable niche – already achieved
critical mass/scalable business model
High gross margin (~40%) & EBITDA margin (~20%)
Sells into diverse end markets and geographic regions (global)
Engineered component or intermediate/enabling product –
fragmented product line
Self funding – including capex
Consumable product and/or one with replacement demand
opportunities
Potential for bolt-ons in addition
to organic growth
Empreende/Elsevier
Identified Sectors Levered to Trends
Med Tech / Life Sciences
Specialty Filtration
Test and Measurement
Flow Control
Sensors, Controls and Other Electrical Components
Water Treatment
Clean Technologies
Empreende/Elsevier
Seek opportunity,
create value,
have fun.
Thank you!!!
Stephen Spinelli, Jr., PhD.
President
Empreende/Elsevier

Seminário Internacional de Empreendedorismo Empreende

Transcrição

Documentos relacionados

Principles of Entrepreneurship

Presentation

Full text - Facultatea de Geografie - Universitatea Babeș

Journal of Coloproctology

ANÁLISE TOXICOGENÉTICA E ATIVIDADE

Themen für das Seminar: Model Checking

Results - RELX Group

Transport Related Journals

Understanding the Diversity of Immigrant Entrepreneurial Strategies

The norms of entrepreneurial science: cognitive effects - ONI